| |
| |
| Acknowledgments | |
| |
| |
| Preface to the Second Edition | |
| |
| |
| Preface | |
| |
| |
| Introduction | |
| |
| |
| Sustainability Strategies Are Smart Business Strategies | |
| |
| |
| The Premise | |
| |
| |
| Definitions, Terminology, and Frameworks | |
| |
| |
| Definitions of a Sustainable Society | |
| |
| |
| Snorkeling in the Terminology Swamp | |
| |
| |
| Our Unsustainable Take-Make-Waste Business Model | |
| |
| |
| Elephant #1 in the Board Room: Growth | |
| |
| |
| Elephant #2 in the Board Room: Overconsumption | |
| |
| |
| A Sustainable Borrow-Use-Return Business Model | |
| |
| |
| The Five-Stage Sustainability Journey to a Sustainable Enterprise | |
| |
| |
| Stages 4 and 5: Similar Behaviors, Different Motivations | |
| |
| |
| The Four-Step Transformation from Stage 3 to Stage 4 | |
| |
| |
| The Need for a Relevant, Aligned Business Case | |
| |
| |
| Aligned with Existing Business Priorities | |
| |
| |
| Aligned with the Standard Value Chain Framework | |
| |
| |
| Aligned with the Income Statement Framework | |
| |
| |
| Possibilities for Two Typical Companies | |
| |
| |
| |
| Increased Revenue and Market Share | |
| |
| |
| Revving-Up Revenue | |
| |
| |
| More B2C and B2B Revenue from a More Sustainable Brand | |
| |
| |
| New Revenue from New Green Products | |
| |
| |
| New Revenue from Services and Leasing | |
| |
| |
| Potential Top-Line Totals | |
| |
| |
| |
| Reduced Energy Expenses | |
| |
| |
| The Lowest-Hanging Fruit | |
| |
| |
| Saving Energy in Buildings: An Inside Job | |
| |
| |
| Computing Energy Savings in IT | |
| |
| |
| Driving Energy Savings in Transportation | |
| |
| |
| Renewing Energy Savings with Substitutions | |
| |
| |
| The Secret Sauce of Eco-Efficiency Savings: Engaged Employees | |
| |
| |
| Potential Energy Expense Savings | |
| |
| |
| |
| Reduced Waste Expenses | |
| |
| |
| In Bed with Embedded Waste | |
| |
| |
| Tim Four-Factor Formula for the Full Cost of Waste | |
| |
| |
| Company Efforts to Avoid Waste | |
| |
| |
| Bonus: Revenue from Selling Waste | |
| |
| |
| Potential Waste Savings Help Build a Sustainability Capital Reserve | |
| |
| |
| |
| Reduced Materials and Water Expenses | |
| |
| |
| Saving Natural Capital Saves Financial Capital | |
| |
| |
| Savings from Dematerialization | |
| |
| |
| Savings from Substitutions | |
| |
| |
| Savings from Recycling and Reusing Onsite Waste | |
| |
| |
| Savings from Product Take-Back/Closed-Loop Systems | |
| |
| |
| Savings on Water | |
| |
| |
| Savings on Consumables and Paper | |
| |
| |
| Potential Materials Savings Help Build a Sustainability Capital Reserve | |
| |
| |
| |
| Increased Employee Productivity | |
| |
| |
| Purpose Powers Performance | |
| |
| |
| Engagement Drives Business Results | |
| |
| |
| Engagement Enables Productivity and Innovation | |
| |
| |
| CSR Programs Promote Productivity and Engagement | |
| |
| |
| Volunteerism Vaults Employee Engagement and Productivity | |
| |
| |
| Increased Productivity from Reduced Absenteeism | |
| |
| |
| Increased Productivity from More Telecommuting and Less Travel | |
| |
| |
| Increased Productivity from Green Buildings | |
| |
| |
| Increased Productivity and Innovation from Improved Collaboration | |
| |
| |
| Increased Productivity and Innovation from Higher Engagement | |
| |
| |
| Potential Increased Employee Productivity and Innovation | |
| |
| |
| |
| Reduced Hiring and Attrition Expenses | |
| |
| |
| The War for Talent Still Rages | |
| |
| |
| A Sustainable Enterprise Is a Talent Magnet | |
| |
| |
| Paying the Price for Voluntary Turnover | |
| |
| |
| |
| Reduced Risks | |
| |
| |
| Standard Two-Part Business Case | |
| |
| |
| Four Categories of Risk | |
| |
| |
| Mitigating Strategic Risks That Could Erode Revenue | |
| |
| |
| Risk to Revenue from Poor Reputation on Energy and Carbon Management | |
| |
| |
| Risk to Revenue from Poor Reputation on Water Management | |
| |
| |
| Risk to Revenue from Poor Reputation on Materials and Waste Management | |
| |
| |
| Risk to Revenue from Poor Reputations of Suppliers or Customers | |
| |
| |
| Risk to Revenue from Poof Reputation on Ecosystem Damages | |
| |
| |
| Risk to Revenue from Less Competitive Prices | |
| |
| |
| Risk to Revenue from Sudden Disruptions in the Value Chain | |
| |
| |
| Mitigating Operational Risk That Could Increase Expenses | |
| |
| |
| Risk of Higher Cost of Energy | |
| |
| |
| Risk of a Price on Carbon | |
| |
| |
| Risk of Increased Cost of Waste | |
| |
| |
| Risk of Higher Cost of Water and Materials | |
| |
| |
| Risk of Higher Cost of Capital | |
| |
| |
| Risk of Higher Voluntary Turnover and Lower Employee Productivity | |
| |
| |
| Mitigating Compliance Risk | |
| |
| |
| Mitigating Financial/Stock Price Risk | |
| |
| |
| Potential Burning Platform of Risks | |
| |
| |
| Conclusion | |
| |
| |
| Potential Bottom-Line Benefits for M&D Corp | |
| |
| |
| Potential Bottom-Line Benefits for Sam's Solutions | |
| |
| |
| What's In It for Me (WII-FM)? | |
| |
| |
| What about the Costs? | |
| |
| |
| Why the Business Case Is Hopeless | |
| |
| |
| Why the Business Case Is the Perfect Path to the Tipping Point | |
| |
| |
| Notes | |
| |
| |
| Index | |
| |
| |
| About the Author | |